精益六西格玛在S民航机场的实施

发布时间：2018-04-20 00:11

本文选题：精益 + 六西格玛　；参考：《天津大学》2014年硕士论文

【摘要】：服务业的发展水平体现着一个国家经济的发达程度，加快发展第三产业能够推动经济结构转型升级。服务业的发展离不开科学技术的创新，其中信息技术的革新带来了服务效率与服务质量的持续提升，也使得服务新产品不断地涌现。然而，管理是科技创新的前提和保障，二者的同步发展才能根本实现企业资源配置效率最大化。这使得管理模式的创新和管理水平的提升成为了服务业企业得以生存和发展的关键。民航机场作为现代服务业的典型代表，也面临着管理方式粗放，缺乏有效的管理体系等问题。源于日本丰田汽车的精益管理和源于美国摩托罗拉的六西格玛方法,作为20世纪两个重要的管理创新成果，是被业界证明为非常有效的提升企业竞争力的管理模式。精益和六西格玛二者具有很强的互补性，精益的核心是从客户的角度定义价值减少浪费和提高效率，六西格玛以数据分析为基础，通过消除变异追求完美的质量，两种方法的有机融合能够发挥各自优势，摒弃各自的不足，该管理模式已经在制造业领域取得了显著的成功。正如服务业的质量观是从制造业发展而来的，服务业同样应该借鉴制造业的先进管理理论。为了实现服务从优秀走向卓越，S机场引入了精益六西格玛管理，深化内部管理、推动管理创新。按照精益思想总体设计、分步实施、试点推进的策略，对运营流程进行了梳理和诊断，从服务质量管理、安全管理、委外设备运行监控三个方面，分别选择了具有典型意义的缩短值机排队等候时间、飞行区鸟击防范、场区泵闸委托外包管理项目进行试点。本文针对缩短值机排队等候时间项目进行了详细展开，运用了六西格玛DMAIC方法，，并与标准作业、异常管理、节拍、流动、目视化等精益工具相结合，实现了办票效率的大幅提升，旅客等待时间从18分钟，降低为14分钟，从而提升了旅客满意度。通过一系列的项目改善和后期横向推广，精益六西格玛管理可以实现S机场的管理转型，从而巩固和增强其作为枢纽机场的竞争优势。
[Abstract]:The development level of the service industry reflects the developed degree of a country's economy, and accelerating the development of the tertiary industry can promote the transformation and upgrading of the economic structure. The development of service industry can not be separated from the innovation of science and technology, among which the innovation of information technology brings about the continuous improvement of service efficiency and service quality, and makes new service products emerge constantly. However, management is the premise and guarantee of scientific and technological innovation. This makes the innovation of management mode and the improvement of management level become the key to the survival and development of service enterprises. As a typical representative of modern service industry, civil aviation airport also faces the problems of extensive management and lack of effective management system. Lean management from Japan Toyota Motor and six Sigma method from American Motorola, as two important management innovations in the 20th century, have been proved to be very effective management models to enhance the competitiveness of enterprises. Lean and six Sigma are highly complementary. The core of lean is to define value from a customer's point of view to reduce waste and improve efficiency. Six Sigma is based on data analysis and pursues perfect quality by eliminating variation. The organic integration of the two methods can give play to their respective advantages and abandon their shortcomings. The management model has achieved remarkable success in the field of manufacturing. Just as the quality view of the service industry is developed from the manufacturing industry, the service industry should also draw lessons from the advanced management theory of the manufacturing industry. In order to realize the service from excellent to excellent S airport, Lean six Sigma management is introduced to deepen internal management and promote management innovation. According to the overall design of lean thought, step by step implementation, the strategy of pilot promotion, the operation process has been combed and diagnosed, from three aspects: service quality management, safety management, external equipment operation monitoring. Some typical items, such as shortening waiting time of check-in machine, bird strike prevention in flying area and pump gate in field area, are selected to carry out pilot project. In this paper, the project of shortening waiting time of check-in queue is carried out in detail, and the six Sigma DMAIC method is used, and it is combined with standard operation, abnormal management, rhythm, flow, visual and other lean tools, such as standard operation, abnormal management, rhythm, flow, visual, and so on. The passenger waiting time is reduced from 18 minutes to 14 minutes, which improves passenger satisfaction. Through a series of project improvement and horizontal extension, Lean six Sigma management can realize the management transformation of S airport, thus consolidate and strengthen its competitive advantage as a hub airport.
【学位授予单位】：天津大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F562.6;F273

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